High-Performance Leadership
Presented by Rhys Davies, DTM
April 25, 2009
Edmonton, Alberta
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High Performance Leadership
• Part I – Learning About Leadership
• Part II – Choosing Your Objective
• Part III – Action Phase #1: Winning
Commitment to Your Objective
• Part IV – Action Phase #2: Working the
Plan
• Part V – Analyzing and Presenting Your
Results
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Part I – Learning About Leadership
On many occasions, leaders have changed
the course of history. When we think of
leadership, we might think of high profile
public figures.
Leadership is found in many walks of life.
For example, we might think of the
following leaders.
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Some Influential Leaders
• Business: Bill Gates, Anita Roddick
• Politics: Stephen Harper, Hilary Clinton
• Religion: Pope John Paul II, Mother
Teresa
• Academic/Literature: Albert Einstein, J. K.
Rowling
• Equal Rights: Emily Murphy, Martin Luther
King, Jr.
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Some Influential Leaders
• Entertainment: Oprah Winfrey, Bono (U2)
• Sports: Wayne Gretzky, Muhammad Ali
• Military: Dwight Eisenhower, Colin Powell
The influence of these leaders grew beyond
their profession or trade. On a local level,
we all have (or had) leaders that have
mentored our growth.
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Local Heroes
• Family Members (Mom, Dad, and others)
• Teachers
• Community Leaders
• Volunteers
• Co-Workers
• Friends
Each leader has succeded by developing
their own leadership style.
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Leadership Styles (U. S. Army)
• Authoritative/Autocratic – Leader has
command and control (no input).
• Participative/Democratic – Leader seeks
group input, but still makes decisions.
• Delegative/Free Reign – Leader delegates
decision-making (not responsiblility) to
team members.
A good leader uses all three styles.
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Service Leadership
• In many cases, people have legitimate
authority through a leadership or
management title, or sometimes through
seniority. However, outside the formal
structure, leadership abilities often depend
on the leader’s ability to empower others.
• In Toastmasters, Service Leadership
drives the membership of the organization.
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High Performance Leadership
• High Performance Leadership is your
chance to build your leadership skills by
following the five parts in the book, and
developing the six dimensions of
leadership.
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Six Dimensions of Leadership
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•
•
•
•
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Vision and Values
Direction
Persuasion
Support
Development
Appreciation
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Selecting a Project
• Although many projects are Toastmastersrelated (e.g., Toastmasters Club
Anniversaries, COT/TLI, Specialty
Projects), you may choose a nonToastmasters project. This requires some
thought and planning, and I would
recommend discussing them with your
Guidance Committee.
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Guidance Committee
• Usually 3 People
• It is recommended to have at least one
Toastmaster on the Guidance Committee.
• Your Guidance Committee will evaluate
your progress, and will meet with you
during at each stage of your project.
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Part II – Choosing Your Objective
• After completing the first part of High
Performance Leadership, you’re ready to
start on your project.
• But wait! You just have the Vision for your
project.
• This section deals with describing your
vision, your Mission Statement, and Core
Values
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Part II – The Key Elements
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•
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Describe Your Vision in Detail – What do
you see as the outcome or end result of
your project?
Mission Statement – This gives a more
concrete version of your vision.
Core Values – These values should help
you and your team achieve is mission.
Usually, a few specifically defined core
values are sufficient.
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Communicating Your Vision
• Once your Mission Statement and Core
Values are complete, you can work on
your speech you plan to share with your
club.
• This speech will convince others of your
vision, and tying your vision to their needs.
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Part III – Action Phase I: Winning
Commitment to Your Objective
• How to “Enroll” Others in Your Vision
• How well can you persuade people? With
your vision and core values defined in the
last section, you will know what you are
selling. However, you can sell your vision
by showing your belief in it. Depending on
the vision, it may require a strategy for
convincing people to buy into it.
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Identifying Stakeholders
• Think of potential people who would be
interested in your vision. Some may be
interested right off the bat, and there may
be potential prospects who you can
contact to sell your idea. However, there
may be people who object to your project
and these are people who will need
convincing.
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Your Action Team
• Before going ahead with recruiting your
action team, look at the potential goals,
tasks and timetables that have to be
developed.
• Next, look at the potential people you will
need to accomplish these tasks and goals.
• Identify an organizational structure, and
match the tasks and goals to potential
people you have identified.
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First Action Team Meeting
• This will be the first chance that the Action
Team will get to meet.
• Explain objective and ask for team
members’ input.
• Review Vision, Mission and Core Values.
• Give Team Members a sense of
ownership.
• This will lead to the Action Strategy.
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Your Action Strategy
• An action strategy can help you determine
where to best allocate resources to
accomplish team goals.
• The goal of an action strategy is to
determine which actions or strategies will
have the greatest leverage value.
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Your Action Plan
Here’s the fun part. Now you get to break down
your action strategy into key result areas. For
example, your key result areas for a
Toastmasters anniversary may include:
• Marketing and promotion of the anniversary
meeting.
• Securing facilities and catering for the event.
• Organizing the meeting program and
ceremonies.
• Procuring door prizes for the meeting.
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How to Decide on Roles, Goals
and Timetables
• This is where the list of tasks you compiled
earlier will come in handy. With your
action team, you will be able to match
team members with each of the tasks, and
assign them to the respective result areas.
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SMART Goals
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Specific
Measurable
Action-oriented
Realistic
Timeline attached.
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Part IV – Action Phase #2: Working
the Plan
• With your Action Team and Action Plan
together, along with your goals and
timelines, this is where your team can kick
off the project.
• In Part II, you worked on Vision and
Values, in Part III, you worked on
Persuasion and Direction.
• Part IV focuses on the other three
dimensions.
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The Leadership Challenge
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Kouzes and Posner (The Leadership
Challenge) offer five strategies for strong
team performance.
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
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Next Steps in Part IV
• Periodic Meetings – Make sure the team stays in
touch and make sure that you stay on top of the
issues.
• Review Your Own Progress – Look at the six
service leadership dimensions, and see how you
have improved.
• Dealing with Obstacles, Setbacks and Problems
– Group Discussion
• Dealing with People Problems – Group
Discussion
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Part V – Analyzing and Presenting
Your Results
• After the completion of the project, you can
assess your performance with the previous four
parts of the project and the six dimensions of
leadership.
• Most High-Performance Leadership projects are
successful as a result of your vision and your
team’s efforts.
• However, some projects may not have the same
success (I failed on my first project), but they still
provide a lot of lessons. You can still explain
what you have learned.
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Your HPL Summary Speech
Should include:
• Only the highlights.
• Your feelings about the learning process.
• One or two interesting aspects of the
experience.
• A few of the key leadership behaviours
you found most valuable.
• A story or two about your experiences.
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Leadership Excellence Award
• Once your project is complete, you can
apply for the Leadership Excellence
Award.
• This award application requires the
speech evaluation, as well as signatures
from the Guidance Committee.
• The Leadership Excellence award is
partial credit towards AL Silver.
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Conclusion
• High Performance Leadership is an
opportunity to organize a project, and
identify and develop your leadership skills.
• By following the modules in the book, you
will be able to lead teams and future
projects, whether they are inside or
outside of Toastmasters.
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